There are three types of OKR events: workshops, reviews and retrospectives. The workshop is used to define the OKRs. This usually takes place on three levels: the company, team and employee levels, which in turn build on each other. First, the goals are defined at the company level for the next 3-4 months. The individual teams then consider in the team workshop how they can support these OKRs with their own OKRs. The same procedure is then repeated at the employee level, but then in an employee meeting between the OKR master, manager and the employee themselves.
For this reason, each team meets at least once a month for a review to check the degree to which the goals have been achieved and whether the path taken was sensible.
Reviews are the evaluation of the OKR. Reviews are an institutionalized part of the framework cambodia telegram data so that at the end of an iteration it can be checked whether the OKR have been achieved. During the cycle there are also regular reviews to check whether the path is correct. These reviews also take place at all company levels. At the end of a cycle, the final results are recorded in the last OKR review meeting.
The retrospective aims at continuous improvement. The focus of this meeting is a critical look at the process. Weak points from the last cycle are analyzed and converted into a list of measures for improvement.
The OKR list is the collection of all OKRs, comparable to a backlog in Scrum. It shows all OKRs at all levels in a transparent manner for all employees. The decisive success factors of an OKR list are its timeliness, completeness and clarity. Ultimately, the OKR list functions as a management and control instrument on the one hand and as a risk register on the other. If the OKR list is clearly laid out, synergies can also become apparent. The OKR master is responsible for maintaining the OKR list.